All structure and business processes tend to funnel creativity in a specified direction, sequence, consequence, inference are all important perspectives in improving innovation excellence.
The digital world is dynamic, nonlinear, uncertain, and volatile, emergence becomes apparent. What's fundamentally changed is that management no longer gets to sit on the sidelines, they need to proactively adapt to the new normal, take initiatives to harness innovation, uncover hidden or loose coupled business logic.
Innovative leaders and professionals act in sequence, observe the consequences of their action, make inferences about those consequences, draw implications for future innovation efforts, and make continuous improve for accelerating the speed.
Act in sequence: Innovation is the most needed change; it is the process that can be managed with well-defined steps in sequence and it is a set of practices or activities that can be taken for achieving certain outcomes. Innovation management can be viewed as consisting of many different stages with multiple processes. Some processes are more structured than others. Idea generation process is less structured than development; while innovation prototyping and implementation are far more “process driven,” with actions in sequence.
In reality, due to the increasing pace of changes, innovation management is rarely a linear process. Innovation dynamism consists in being able to break away from being static, and becoming proactive, flexible to the emerging events and activities. Often, the very goal of taking innovation efforts is to simplify, or take alternative ways to do things. Practices are activities that are used to manifest values. Understanding the act in sequence helps to improve innovation management effectiveness and efficiency. Innovation is not serendipity. You need to go through a sequence of interdependent steps in building processes leading to repeatable, predictable results.
Observe the consequences of actions: Innovation is about breaking down the conventional ways of thinking and doing, understanding the sequence-consequence of innovation management involves the continual attention to current changes in the organization and its external environment, and how this affects the future of the organization, as well as how to enhance an iterative innovation management continuum. Generally speaking, innovation management has a very low success rate, experimenting, prototyping, and feedback management are all crucial steps in making continuous improvement. It’s always important to observe the consequences of actions, and handle sequence and consequence in a rational way. If a good outcome is produced, analyze whether it could be reproduced; if failure happens, learn the lessons from it.
In many innovation initiatives, it is inherent that there are things we don't know we don't know. In such an environment, it is important to cover the “why,” before people address the "what" or "how" of practices or processes. Teams should be able to mix and match ideas and practices from various different processes to create value driven effective ways of working. It’s also important to avoid the trap of emotional turbulence or personal perception, applying complexity to innovation, creativity, knowledge generation, etc., tends to suggest that it happens when the conditions are right for it to happen and to successfully propagate for accelerating a dynamic sequence-consequence innovation management.
Make inferences about those consequences: Organizational management needs to have objectivity and discernment, incorporates the multi-faceted aspects of the knowledge system, innovation, and intuitive behavior, applying information-driven judgment skills to deal with assumptions & unconscious bias, and practicing inferential consequences to lead innovation in a structural way, draw implications for future actions. To become highly innovative means not only do you take one route not being taken before, but also explore multiple paths that lead towards the lifted vision and reach more inflection points to breakthrough ultimately. Thus, do not use innovation as a lip service or excuse of not taking inferential logic.
Uncertainty of outcomes or occurrences is inherent in numerous business endeavors or societal movements. All of that makes us humble - the things we know, compared to those not, are only a tip of the iceberg. If a change to innovation management practices or methodologies has stifled creativity, then it pays to look into the motivations that drove the move to innovation originally. If the move was overly motivated by solely increasing productivity and specifically at the cost of thinking innovatively, then that could be the real reason why creativity suffered. So clarifying inferential logic behind innovation is an important step in innovation management improvement.
In today's interdependent global economy with a high level of unpredictability, uncertainty, and unrepeatability, that will need a new model of thinking, innovating, and transforming. The organization must allow for learning, experimentation and failure. That means you cannot run at maximum capacity. All structure and business processes tend to funnel creativity in a specified direction, sequence, consequence, inference are all important perspectives in improving innovation excellence.
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